...Part one: Multiple choices: 1. The approach focused mainly on the financial problems of corporate enterprise A). Ignored routine problems 2. These are those shares, which can be redeemed or repaid to the holders after a lapse of the stipulated period A).Redeemable preference shares 3. This type of risk arise from changes in environmental regulations, zoning requirements, fees, licenses and most frequently taxes. A). Political risk 4. It is the cost of capital that is expected to raise funds to finance a capital budget or investment proposal A). Future cost 5. This concept is helpful in formulating a sound & economical capital structure for a firm A). Designing optimal corporate capital structure 6. It is the minimum required rate of return needed to justify the use of capital A). Firms point 7. It arises when there is a conflict of interest among owners, debenture holders and the management A). Agency costs 8. Some guidelines on shares & debentures issued by the government that are very important for the constitution of the capital structure are A). Legal requirement 9. It is that portion of an investments total risk that results from change in the financial integrity of the investment A). Default risk 10. _____________ measure the systematic risk of a security that cannot be avoided through Diversification A).Beta Part Two: 1. What is Annuity kind of cash flow? A).An annuity is stream of equal cash flows...
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...1. CF0=-35000, CF1 TO CF15=5000,COC=12%, A. NPV=-945.6776,IRR=11.4913%,Payback period=7 yrs. Rainbow should not have purchased it. B. Per year additional income=4500-500=4000 per year. Initial investment=35000, COC=12% NPV=-35000+ 4000/0.12=-1666.667. No it should not purchase it. C. Growth rate= 0.04,Coc=0.12, NPV=-35000+5000/(0.12-0.04)=27500 2. A. Cf0=-75k,Cf1 to CF3=44k,coc=15% NPV=25,462,IRR=34.61%. B. B. Cf0=-50k,Cf1 to CF3=23k,coc=15% NPV=2,514,IRR=18.0103%. C. Cf0=-125k,Cf1 to CF3=70k,coc=15% NPV=34,825,IRR=31.21%. D. CF0=-1K,CF1=12K,CF2=13K,CF3=14K NPV=28,470,IRR=1207.6062% Project Add a new window Update existing Equipement Build a new Stand Rent a large Stand NPV($) 25,462 2,514 34,825 28,470 IRR(%) 34.61% 18.01% 31.21% 1207.606% NPV-Rank 3 4 1 2 IRR-RANK 2 4 3 1 Here the difference in IRR and NPV occurs due to the use of specific discounting factor for calculating the NPV. 3. I). PV=-1000,000,PMT=?,I/Y=25% PMT= 423,441.73, Subsidy= 423,441.73-371739=51,702. ii). PV=-1000,000, PAYBACK Period=2 yrs,PMT=? Payment= 500,000 , Subsidy=500,000-371,739=128,261 iii) PV=1075,000,I/Y=20%.N=4 -à Payment= 415,261. Subsidy=415,261-371739=43,521.8 iv). Average annual cash flow=?,Investment=1000,000,N=4, ARR=40% -àCash flow= 450,000à Subsidy= 450,000-371739=78,261 3rd option is the best as least subsidy is provided in this case. -...
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...Guide to a Balanced Scorecard: Performance Management Methodology Guide to a Balanced Scorecard Performance Management Methodology Richard H. Hopf Deputy Assistant Secretary for Procurement and Assistance Management Department of Energy David J. Litman Director, Office of Acquisition and Grants Management Department of Transportation Lloyd W. Pratsch Procurement Executive Department of State Ida M. Ustad Deputy Associate Administrator for Acquisition Policy General Services Administration Robert A. Welch Director for Acquisition Management and Procurement Executive Department of Commerce Terrence J. Tychan Deputy Assistant Secretary for Grants and Acquisition Management Department of Health and Human Services Pauk A. Denett Director of Administration/Senior Procurement Executive Department of Interior Moving from Performance Measurement to Performance Management Guide to a Balanced Scorecard: Performance Management Methodology Preface T he members of the Procurement Executives’ Association (PEA) - an informal association of civilian procurement executives - have redesigned their programs for performance evaluation and management of acquisition systems. They have moved from headquartersbased, process-oriented oversight programs to ones which rely more on self or local assessment of performance against departmental or agency expectations. Through the use of assessment approaches based on performance measurement models developed by a federal...
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...“GET FIT” Youth Athletic Program Curriculum Middle School & High School Ages 11-17 Athletic Director: Darian Witherspoon Table of Contents Section 1 – Mission and Philosophy Statement………………………………………………........................3 Section 2 – Goals and Objectives…………………………………………………………………………………………..….…...4 Goals………………………………………………………………………………………………………………………………………………4 Objectives……………………………………………………………………..………………….…………………………..……………6 Section 3 – Instructional Model……………………………………………………………………………………………………….8 Basketball…………………………………………………………………………………………………………………………..……….8 Flag Football…………………………………………………………………………………….………………..……………….....…10 Soccer…………………………………………………………………………………………………………………………………………...12 Volleyball…………………….………………………………………………………………………………………………….………….14 Floor Hockey………………………………………………………………………………………………………………………..……16 Softball………………………………………………………………………………………………………………………………………...18 Section 4 --Discussion Model…………………………………………………………………………………………………………….19 Obesity…………………………………………………………………………..…………………………………………………………….19 Bullying…………………………………………………………………………………………………………………………………………26 Section 5 --Personal / Social Responsibility and Participation Model………………………..27 Section 6 --Drugs and Alcohol……………………………………………………………………………………….…………………..28 Section 7 --Positive Impact of Athletics……………………………………………………………………………………….29 Section 8 – Program...
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...Marcela Alzate, Chris Bregna, and Kevin Furlong September 9, 2015 Group Breakout Exercise Foundations of MGMT Chapter 4 1. In the U.S. chewing gum is more acceptable because we have a less strict culture and our ethical values are more diverse than Singapore. It is unacceptable to chew gum in Singapore because it was made illegal and their values and culture are much stricter than the United States. 2. The reason that it is acceptable to chew come on the street is because in the United States it is legal and socially acceptable. The reason it is not and should be not allowed in church is because, much like it is in school, it is distracting and disrespectful to the people around you because it is so loud and rude. No person wants to be sitting in church or a classroom for an hour and have to hear bubbles popping the entire time. 3. You can use ethical principles when it comes to chewing gum just like you decide when it is appropriate to do other things. If you’re walking on the street or just ate something and notice that you have bad breath, you have the right to chew a piece of gum to fix this dilemma. You make the choice to chew the gum, so by doing this you also take responsibility of disposing it properly. If your chewing gum you should not just spit it on the floor for others to step in it, or in class you shouldn’t chew and pop loud bubbles, you should be courteous to the people around you. We think it would be a little extreme if our culture decided to...
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...Running head: MARKETING STRATEGY – COACH, INC. (COH) Marketing Strategy Coach, Inc. (COH) Shirl L. Jenkins Professor: Eddie Alford Principles of Marketing (MKT100 - 014016) August 24, 2008 Introduction Coach is a leading American marketer of fine accessories and gifts for men and women. Their product offerings include handbags, women’s and men’s accessories, footwear, outerwear, business cases, sun wear, watches, travel bags, jewelry and fragrance. Coach has been in existence for sixty-four (64) years maintaining the strongest brand in affordable luxury accessories. Coach operates in two segments: Direct-to-Consumer and Indirect. The Direct-to-Consumer segment includes sales to consumers through Company-operated stores in North America and Japan, the Internet and Coach Catalogs. The Indirect segment includes sales to wholesale customers in the U.S. and Asia. Coach’s business model is based on multi-channel international distribution; therefore their success does not depend solely on the performance of a single channel or geographic area. Founded in 1941, Coach has grown from a family-run workshop in a Manhattan loft to premier accessories marketer in the United States. Coach developed its initial expertise in the small-scale production of classic, high-quality leather goods constructed from “glove-tanned” leather with close attention to detail. By the 1980s, Coach had entered into it first mover strategy by growing into a niche maker and marketer of traditionally...
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...Business Research Method Job Motivation and Job Performance: An Exploratory Study in RHB Bank Lecturer: Dr.Mirza Manirajah Abdullah Prepared by Student Name: LEE LIAN SENG I/C NO: 710414-10-5663 RIVERBANK ACADEMY SDN BHD NO 3-3 & 5-3, JALAN PUSAT PERNIAGAAN 1, PUSAT PERNIAGAAN SG.JELOK, 43000 KAJANG SELANGOR TEL: 03-87375009 FAX: 03-87395418 WEBSITE: www.riverbankacademy.com.my EMAIL: info@riverbankacademy.com.my 1 CONTENTS DESCRIPTION PAGE Introduction To RHB Bank Introduction to Job Motivation and Job Performance page 6 Purpose of Study page 6 Problem Statement page 6 Objective of Study page 8 Limitation of Study page 8 Literature Review page 9 Discussion Page 17 Methodology & Hypothesis of Study page 35 Sampling Procedures page 35 Data Analysis page 39 Summary and Conclusions page 43 Recommendations page 44 page 2 2 Introduction Although formed in 1997, our roots go back in time to the early 90s. Many events since that time have moulded us into the bank we are today. Below is brief run-through of the important dates and events in the history of the RHB Banking Group which include mergers and partnerships with other banks that have ultimately lead to the RHB Banking Group that we are today. Kwong Yik Bank Berhad 1913 - Established with a start-up capital of RM300,000 at the Old Market Square in Kuala Lumpur, making it Malaya's first local bank 1997 - Merges with DCB Bank Berhad, making it the country's biggest ever banking merger at...
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...Week 6 Case Study February 23, 2014 The client is satisfied with how the organization has been managed up to this point. With expanding to a full client management service model, Susan believes reorganizing the human resource department will improve productivity and efficiency. This company appears to be very successful and the employees are most likely familiar with the goals of the company. The Unit Structure is laid out correctly and the coordination between the managers and employees appear to be clear. It is good for the organization that Susan is supportive of the new structure the management team has put together. To announce the future changes informally was a great idea so that everyone was made aware of what will be taking place. I believe Susan should have published and announced the role of the new HR director even if the specific person was not appointed. Then she could have briefly incorporated the changes within her position as well. Susan also suggested training to make the transition comfortable to the employees. Her excessive statements regarding Steven’s popularity was not necessary, although she justified her opinion with complements of his pleasant charisma and leadership skills. The Integrated Strategic Change Process is the best intervention strategy for this company. With careful analysis, strategy, a plan outline and the proper leadership to support the implementation, this change will only assist the organization through this process...
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...Able Planet Case 2 SBE-560-19660: Entrepreneurship/Small Business Mgmt. Professor Wendy Finlay October 5, 2013 Keller Graduate School of Management Jacob Denise Abstract Kevin Semcken, Able Planet’s CEO discovered Able Planet in Wheat Ridge, Colorado, that produces headphones with an imbedded magnetic coil to enhance sound quality at a technology conference in Denver Colorado. Kevin Semcken, who lost hearing in one ear, was intrigued and tested the product by listening to his favorite music. Kevin Semcken had a bigger vision for Able Planet. Kevin Semcken produced earphones that can fit into a person’s ear canal which would stay during strenuous activity and block-out ambient noise. He lined up thirty (30) potential customers who were interested in his innovated earphones, and convinced them to sign disclosure agreements. Kevin Semcken, Able Planet’s CEO and chairman is seeking capital to finance existing operations for its current products, build a prototype for a new product and market both products to new and current customers (Scarborough, 2012). Furthermore, the bank had changed the terms; Able Planet line of credit 2.5 million would no longer be financed by the bank for upfront cost of raw materials and manufacturing. Questions and Responses Q1. Experts say that entrepreneurs who need between $100,000 and 3 million often face the greatest obstacles when raising capital for their businesses. Why? Most entrepreneurs, in less glamorous industries or those...
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...Question 1 – Do you think that to truly be effective it is possible for an international firm to have a common control system for any single activity? I do not think that to truly be effective it is possible for an international firm to have a common control system for any single activity because of the variety of cultures, institutional environments and financial costs associated with doing business in different countries. As the book illustrates in Chapter 3 companies that operate globally must take into account the cultural differences of the employees they higher and how they respond to different forms of management and oversight. In addition different countries have different rules, regulations, and laws that might impact what may be accepted business standards. It would be important to implement a control system that adhere to what is acceptable in that environment. Finally, there are different financial costs associated with operating in different countries. Using manufacturing as an example, although a company’s strategic control may theoretically apply across all environments, the tactical and operational controls that are implemented will need to be modified based on the country the factory is located. Question 3 – Do people respond to control systems or control systems respond to people? I recognize up front that I’m not providing a definitive “yes” or “no” answer to the question as to whether or not people respond to control systems or control systems respond...
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...Manning School of Business 2014 2015 Search Catalog Advanced Search Manning School of Business Home > Catalog > Undergraduate Programs & Policies > Manning School of Business > Degree Pathways > Entrepreneurship Suggested Degree Pathway for Business Administration Entrepreneurship Concentration For students entering the Manning School of Business in or after fall 2014. Freshman Year Fall Semester Cr. 42.101 College Writing I (CW) 3 4x.xxx Social Science Elective 3 MGMT.100 FirstSemester Business Seminar 1 92.121 Mgmt. Precalc. 3 xx.xxx Elective Science (SCL) 3 xx.xxx CoReq. Science Lab (SCL) 1 Total 14 Spring Semester 42.102 College Writing II (CW) Cr. 3 MGMT.150 Intro to Business 3 92.122 Management Calculus (MA) 3 43.xxx History Elective (AH) 3 xx.xxx Science Elective (SCL) 3 xx.xxx CoReq Science Lab (SCL) 1 Total 16 Sophomore Year Fall Semester Cr. ACCT.201 Accounting/Financial 3 49.211 Statistics I 3 xx.xxx Arts & Human. Elec. (AH) 3 49.201 Economics I (SS) 3 MKTG.210 Professional Communications 3 Total 15 Spring Semester Cr. ACCT.202 Accounting/Managerial 3 POMS.201 Managerial Decision Making 3 49.202 3 Economics II (SS) MKTG.201 Marketing Principles 3 41.262 3 Business Law http://www.uml.edu/Catalog/Undergraduate/Business/DP-Business/DP-entrepreneurship.aspx 1/2 7/22/2015 41.262 Manning School of Business Business Law MIST.201 Business Info Systems Total...
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...Teacher |Room | |SATURDAY |MKT 607 Service Marketing |Sec-A |Prof. Dr. Horipada Bhattacharjee |B/307 | | |FIN 604 Fin. An. & Control |Sec-A |Prof. Dr. Md. Rafiqul Islam |B/303 | | |FIN 604 Fin. An. & Control |Sec-B |Ms. Pallabi Siddiqua |A/308 | | |HRM 602 Industrial Relations |Sec-A |Mr. Dipak Kanti Paul |A/312 | | |MGT 431 Business Communication |Sec-A |Mr. Sahin Ahmed Chowdhury |A/501 | |SUNDAY |MGT 432 Organizational Behavior |Sec-A |Ms. Nahid Sultana |B/307 | | |MGT 432 Organizational Behavior |Sec-B |Mr. Akbor Ali |B/303 | | |MGT 432 Organizational Behavior |Sec-C |Prof. Dr. Nazrul Islam |B/301 | |...
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...The name of the business is Haleakala Solar Inc In addition to the grading guidelines and requirements outlined in the syllabus, a more detailed breakdown of the term paper grading is as follows: * Review of business formation, development, background and activities, including length of existence in Hawaii and a description of Hawaii-based activities (particularly if you are covering a national "chain" business): 50 points * Quality of analysis and thoroughness of research and discussion of the required topics, including the incorporation of concepts reviewed in the textbooks and use of any outside resources or research as you see fit (a minimum of 3 of the 7 topics outlined in the syllabus must be covered, the paper will be marked down by 50 points if only 2 of the topics are covered, and will be marked down by 100 points if only 1 of the topics is covered. Please clearly indicate which topics you are covering within the body of the paper by creating new titiled subsections for each new topic, see Example 1 below): 150 points. * Conclusion and final thoughts, which may include a global view of what you've discovered about the business, what the future likely holds for the business, etc.: 25 points. Example 1 (create new subsections for each new required topic as follows): Blah Blah Blah Blah Blah Ethical or Moral Issues: Blah Blah Blah Blah Blah Advertising Blah Blah Blah Blah Blah Environmental Issues Blah Blah Blah...
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...[pic] Bachelor of Business Administration in Accounting Course Work Accounting major requires a total of 120 semester hours of coursework-90 semester hours of core curriculum and general business course courses and 30 semester hours in the major area. The following is a suggested plan of taking the required coursework for full-time students pursuing a BBA degree in Accounting. The student CANNOT take course until he/she has successfully completed the designated course prerequisite(s) for that course. Freshman Year – 1st Semester |Course |Title |Hours | |ENGL 1101 |English Composition I | 3 | |MATH 1111 |College Algebra | 3 | |CSU 1022 |University Foundations | 2 | |Area B 2 |Communication | 3 | |Area E 1 |U.S. History | 3 | |Total | | 14 | Freshman Year – 2nd Semester |Course |Title |Hours | |ENGL 1102 |English Composition II | 3 | |MATH 1231 |Intro. to Statistics | 3 | |ECON 2105 |Macroeconomics | 3 | |Area C 2 |Fine Arts, Philosophy or Foreign | 3 | | |Language 2001or 2002 | | |POLS 1101 |American...
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...that are sought after by organizations in the private, public and not-for-profit sectors. The CGA Program of Professional Studies gives you the tools to succeed in business, no matter where your career takes you. You’ll enter the workforce with the applied knowledge and demonstrated expertise that employers want, including specialized technical knowledge, sectorspecific competencies, problem-solving skills and the ethical integrity to lead. CGA’s competency-based curriculum is simply your best way to prepare for a rewarding career in financial management. Flexible study options and the freedom to choose the career you want CGA is all about choice. You choose the professional-studies path and real-world experience that best match your career goals and interests. We give you the skills and freedom to work in any type of organization, in any industry, at any level of management. With a CGA designation, your opportunities—both professional and personal, at home and around the world—are limitless. Take your place as a highly respected member of the business world. Karmen Rempel, CGA Manager Grant Thornton LLP Vancouver, British Columbia Why CGA? There are many reasons why CGA is the fastest-growing accounting designation in Canada. With CGA, you can: 1. Pursue unlimited career opportunities in the business or enterprise of your choice. 2. Develop the wide range of skills needed to take on leadership, senior...
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